1 Project Management CIS 375 Bruce R. Maxim UM-Dearborn.

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Project Management

CIS 375

Bruce R. Maxim

UM-Dearborn

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Management Spectrum

• People

• Product

• Process

• Project

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People• Recruiting• Selection• Performance management• Training• Compensation• Career development• Organization• Work design• Team/culture development

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Productivity and People

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Software Team Roles

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Matching People to Tasks

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Software team Organization• Democratic decentralized

– rotating task coordinators– group consensus

• Controlled decentralized– permanent leader– group problem solving– subgroup implementation of solutions

• Controlled centralized– top level problem solving– internal coordination managed by team leader

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Chief Programmer Team

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Democratic

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Factors Affecting Team Organization

• Difficulty of problem to be solved• Size of resulting program• Team lifetime• Degree to which problem can be modularized• Required quality and reliability of the system

to be built• Rigidity of the delivery date• Degree of communication required for the

project

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Communication and Coordination

• Formal, impersonal approaches – documents, milestones, memos

• Formal interpersonal approaches– review meetings, inspections

• Informal interpersonal approaches– information meetings, problem solving

• Electronic communication– e-mail, bulletin boards, video conferencing

• Interpersonal network– discussion with people outside project team

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Product

• Product objectives

• Scope

• Alternative solutions

• Constraint tradeoffs

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Product Dimensions

• Software scope– context– information objectives– function– performance

• Problem decomposition– partitioning or problem elaboration – focus is on functionality to be delivered and the

process used to deliver it

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Process

Framework activities populated with

• Tasks milestones

• Work products

• Quality Assurance points

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Framework Activities

• Customer communication

• Planning

• Risk analysis

• Engineering

• Construction and release

• Customer evaluation

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Process Considerations - 1

• Process model chosen must be appropriate for the: – customers– developers– characteristics of the product– project development environment

• Project planning begins with melding the product and the process

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Process Considerations - 2

• Each function to be engineered must pass though the set of framework activities defined for a software organization

• Work tasks may vary but the common process framework (CPF) is invariant (e.g. size does not matter)

• Software engineer’s task is to estimate the resources required to move each function though the framework activities to produce each work product

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Project

• 90/10 Rule90% of the effort on project

to accomplish 10% of the work

• Planning

• Monitoring

• Controlling

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Managing the Project

• Start on the right foot

• Maintain momentum

• Track progress

• Make smart decisions

• Conduct a postmortem analysis

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5WHH Principle

• Why is the system being developed?• What will be done and When?• Who is responsible for a function?• Where are they organizationally

located?• How will the job be done technically and

managerially?• How much of each resource is needed?

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Critical Practices

• Formal risk management

• Empirical cost and schedule estimation

• Metric-based project management

• Earned value tracking

• Defect tracking against quality targets

• People-aware program management